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The tasks ahead for today’s health boards – How to come out on top. 29 August 2013

The tasks ahead for today’s health boards – How to come out on top. 29 August 2013. What is today about?. Setting the scene Typical issues Take home messages. 1. Setting the scene. LOCAL. HEALTH. AVAILABLE. REGION. REGION. REGION. AVAILABLE. REGION. HEALTH. LOCAL. STRATEGY.

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The tasks ahead for today’s health boards – How to come out on top. 29 August 2013

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  1. The tasks ahead for today’s health boards – How to come out on top. 29 August 2013

  2. What is today about? • Setting the scene • Typical issues • Take home messages

  3. 1. Setting the scene

  4. LOCAL HEALTH AVAILABLE REGION REGION

  5. REGION AVAILABLE REGION HEALTH LOCAL

  6. STRATEGY OTHER SECTOR OTHER REGION LEGAL FINANCE LOCAL GOVERNMENT HEALTH LAYMAN OPERATIONAL

  7. 2. Typical issues

  8. Strategic planning for the short, medium and long-term

  9. Strategic planning (short, medium and long-term) • Short sightedness of strategic plans • Accord solely to Govt. principles • Don’t address operational needs of hospital • Changing demands of the workforce • Future health needs of the population • Manage the scare financial and capital resources available to their optimum • Local focus not a regional strategic plan • Risk duplication of efforts • Wastage and burning energy and resource

  10. Strategic planning (short, medium and long-term) • A broader thinking needs to be applied • New perspectives in preparation • External facilitation and strategy (process) • Subject matter experts (content) • Implementing business foresight practices (including in relation to projects) (methodology) • Creation of informal (but funded) regional alliances • A broader thinking on operational efficiency, resource usage, capital spend • Equal representation by all health service agencies • External chair or board structure to ensure progress is made

  11. Collaboration and partnerships to maximise growth and operational improvement

  12. Collaboration and partnerships • What will we grow and how will we grow it? • How will we improve the existing and merge the existing with our new business ideas? • How can we work within the constraints of capital and government to the best of our ability

  13. Hello, I’m the CEO from Private Co. Lets talk!

  14. Collaborations and partnerships • Hospitals in partnership with the private sector • Clinical by the health service agency (continuity of care) • Non-clinical by private/co-op, N4P, with a distribution back to the hospitals (strengths in scale) • Quality control could be an issue. Need proper oversight. • Aged care in partnership with the private sector • Sensitive issues for the elderly (but so is healthcare) • Maintain ownership and control of aged care assets but explore different operational models • Joint Venture (if possible) to share the upside and “invest” in the knowledge

  15. Collaborations and partnerships • Partnerships in capital works projects • Deliver a capital works project that manages the risk (quality, time and cost) and delivers a best-case result for your investment • Design • Planning • Construction management • Stakeholder engagement and management • Operational commissioning • Ongoing facilities management

  16. Collaboration and partnerships • With the right people around you to advise and co-ordinate and not trying to do too much yourself and on your own (HSAs working in silos) the benefits are extraordinary • There is a need to work with the private sector to engage them to provide services on what they do best. Control and quality could be the key but effective stakeholder engagement and management is paramount

  17. 3. Take home messages

  18. Take home messages • Get your Board composition right – improve financial literacy, improve governance and risk • Look to external advice to: • facilitate the strategy • create the strategic document and implementation plan • input the right subject matter experts where specialist knowledge is needed • Regional representative body made up of representatives from various health service agencies. • There is a need to work with the private sector to engage them to provide services on what they do best.

  19. Closing • Questions? About Thinc Thinc is a leading, independent management consultancy, specialising in projects. We operate across the health, infrastructure, private, social infrastructure and resources sectors. At any given point Thinc will be providing advisory and delivery services on projects ranging in value from a few million dollars to several billion dollars. Active across Australia and Asia-Pacific, we aspire to make a difference - economically, socially and environmentally. For more information, visit www.thinc.com.au.

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